Apprenticeships are becoming an increasingly important route for building skills and strengthening workforce capacity across the ecology and environment sector. While they do require investment in time and support, many employers find that the long-term benefits far outweigh the initial commitment.
To explore what this looks like in practice, and in particular to understand apprenticeships from an employer’s perspective, we spoke with Aaron Atwal, East Midlands Regional Operations Manager at Canal & River Trust. He shared his experience of supporting apprentices day-to-day, and why the model works for both individuals and organisations.
A common concern for employers is how to balance meaningful work with protected learning time. We asked Aaron how he supports apprentices to manage this balance in practice.
I find a balanced approach is best when supporting apprentices, one that gives them quality time for learning while also making sure their workload is realistic and meaningful. We try to understand the individual needs of each apprentice, including where they may need more time, guidance, or flexibility, and we plan their responsibilities around this. Regular check-ins help us review how they are managing their studies alongside their day-to-day role, so we can adjust priorities when needed. This approach helps ensure they feel supported, continue developing, and are not overwhelmed by the demands of the role.
What stands out here is the importance of flexibility and regular communication, both of which are key to making apprenticeships work effectively in practice. In ecology and environmental roles, practical experience is critical, we explored with Aaron how this looks in day-to-day practice for apprentices alongside their formal learning.
I give apprentices the opportunity to shadow experienced experts in the field to help them to develop new skills, including practical training in water management, weed management, and core vegetation tasks. We also support them through certified courses and formal training, which helps them to build valuable skills and knowledge. This combination of hands-on experience and structured learning provides them with skills they can continue to use throughout their working career.
In practice, this shows how apprenticeships can successfully combine structured training with real-world application, ensuring individuals are both qualified and practically capable. But for many employers, the question is not just what apprentices learn, but how to be confident the approach is actually working. With that in mind, we explored with Aaron how success is measured in practice within his team.
Regular performance meetings, weekly meetings, and informal catch-ups give us the opportunity to review what the apprentice has learned, how they are applying that learning in their day-to-day work, and how this compares with the workload they have achieved. We also look at their progress in developing practical skills, confidence, and independence in tasks related to water management, weed management, and core vegetation work. In addition, we consider the wider life skills they gain, such as communication, time management, teamwork, responsibility, and problem-solving. For us at Canal & River Trust, an apprenticeship is effective when the apprentice is growing in confidence, contributing positively to the team, completing their training successfully, and building the skills and experience needed for a long-term career.
Rather than focusing on a single metric, this reflects a broader view of success, one that includes confidence, independence and long-term development. This emphasis on knowledge sharing is particularly important in ecology, where specialist skills and experience are vital to the sector’s future. For many organisations, the risk of losing this knowledge as experienced staff move on is a real concern. At the same time, there is a growing need to build a sustainable pipeline of new talent into the sector. Against that backdrop, Aaron’s experience highlights not only the immediate value apprentices bring to teams, but also how they contribute to longer-term workforce development.
The benefits of having an apprentice within the team are significant. It allows us to support and coach new colleagues into gaining practical skills, knowledge, and confidence in the workplace. It also helps us develop future talent for Canal & River Trust, giving people the opportunity to grow from grassroots level upwards and build a long-term career within the Trust. Apprentices bring enthusiasm, a fresh perspective, and a willingness to learn, while longer-serving colleagues are able to pass on their experience, technical knowledge, and best practice. This sharing of skills is valuable for both the apprentice and the wider team, as it helps preserve knowledge, strengthen the workforce, and ensure important skills can be adapted and used by the next generation.
What this shows in practice is how apprenticeships can move beyond entry-level roles and become a genuine pipeline into long-term careers.
I have had two apprentices within my team over the past few years, and both of them became full-time colleagues. This has been a real success and shows the value of investing time, support, and training into apprentices from the start. It also demonstrates how apprenticeships can help build a strong pipeline of skilled people for Canal & River Trust. One of those colleagues later went on to become a volunteer leader, which was fantastic news and a great example of how the skills, confidence, and experience gained through the apprenticeship can continue to grow into wider opportunities within the Trust.
Looking beyond the programme itself, we explored how individuals are supported to continue their development once the apprenticeship ends.
Career progression is supported after the apprenticeship ends through working with our talent team to help colleagues move into roles that best suit their skills, strengths, and interests. We also continue to support their upskilling and development so they can keep building on what they have learned during the apprenticeship. Wherever possible, we will always try to find a role for them within Canal & River Trust, or at the very least provide opportunities for them to remain linked in with the Trust. This helps individuals continue their development while also allowing us to retain skilled and motivated people within the organisation.
This ongoing support helps ensure that apprenticeships deliver lasting value, not just during the programme, but long after it ends.
Aaron’s experience reflects a broader message for ecology and environmental employers: while apprenticeships require planning, supervision, and ongoing support, they offer clear and lasting benefits. They help organisations develop practical, job-ready skills, build a reliable pipeline of future talent, transfer knowledge from experienced staff to the next generation, and improve retention by investing in long-term career pathways. At the same time, apprentices gain meaningful experience, confidence, and clear progression routes into the sector. For a sector facing skills shortages and increasing demand, apprenticeships are not just an option, they are a practical and proven part of the solution.
For organisations considering this route, understanding how to make apprenticeships work in practice is key. Our employer guide brings together practical advice, expectations and support to help you get started, from planning and supervision through to long-term development, so you can make the most of the opportunities apprenticeships offer.
For more details on the apprenticeships offered by the Canal and Rivers Trust, please head to the relevant pages on their website, here.